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Conflict in Teams

Conflict in Teams. Chapter 7. Is all conflict bad? What happens when there is not enough conflict?. Functional (Task) Conflict. Disagreements about task @ hand (work related) Ex: debate, difference of opinion, constructive criticism Benefits?. Dysfunctional (Relationship) Conflict.

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Conflict in Teams

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  1. Conflict in Teams Chapter 7

  2. Is all conflict bad? • What happens when there is not enough conflict?

  3. Functional (Task) Conflict • Disagreements about task @ hand (work related) • Ex: debate, difference of opinion, constructive criticism • Benefits?

  4. Dysfunctional (Relationship) Conflict • Disagreements based on personalities & social issues unrelated to work • Ex: back-stabbing, gossip, slander, emotions • Consequences?

  5. Process Conflict • Disagreements on task strategy & delegation of resources & duties • Good or bad?

  6. Proportional Conflict The relative amount of each type of conflict (in proportion to one another) Creates different team experiences Ex: 70% task 20% process 10% relationship Perceptual Conflict The degree to which team members perceive levels of conflict (compared to one another) Conflict

  7. Promoting Task Conflict • All members need to agree on common goal or shared vision • Create a time & place for task & process conflict (plan for it) • Provide training in task conflict --”Psychological safety” leads to trust & respect

  8. Approaches to a Dispute • Interests-based approach* Attempt to learn others’ needs, desires, concerns • Rights-based approach Focus on fairness, precedent, legal issues • Power-based approach Use threats, attacks on character, rank or status

  9. Team Dilemma • Cooperate or compete? • Pursue group or self-interests? Triggers self interests… Triggers group’s interests… • Members are interdependent, yet have incentives to free ride!

  10. Promoting Cooperation Build strong team identity • Link compensation to team performance • T-shirts, name tags, gold chains, straw hats, slippers… • Present outside challenge • Recognize individual efforts • Continuity in membership Team contracts • Clarifies goals • Commitment • Accountability.

  11. Voting to Resolve Conflict • Promotes democracy • When a group agrees to vote, they must be willing to accept the outcome!! • Problems? • “Losers” perceive injustice • Have to agree on method Majority rule- problems? Consensus- problems? • Ties do not yield a decision • Masks disagreement (temporary fix).

  12. Drawbacks to Voting • The winner of a vote depends on the order in whichalternatives are proposed (arrow paradox) • Inability to combine preferences in a way that trulyrepresents group preference (impossibility theorem) • Manipulation of the order alternatives are voted on (strategic manipulation)

  13. Integrative Negotiation (win-win) • Group’s outcome must be more attractive than your other alternatives (BATNA) • Overcome fixed-pie fallacy • Build trust, rapport & information sharing(friends?) --Focus on commonalities • Understand underlying interests • Discuss issues simultaneously (choices)rather than sequentially • Contingency contracts • Renegotiate negotiated agreements • Be consistently fair to build trust.

  14. Escalation of Conflict WHY? • Excessive competition • Perception coercion will resolve conflict • Aggression when perceive being coerced • Different beliefs of what “fair outcome” is • Belief you are more fair & less biased than others How do we resolve it?

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